Board of Director Roles

Board of Director Roles

These roles were elected for a 2 year term in Sept 2022:

  • President
  • Vice President
  • Director of Compliance
  • Director of Sector Chiefs
  • Treasurer
  • Director of Membership

Role of the President
The President shall give active direction and control of the business and affairs of the Chapter. The President may sign, with the Secretary or any other proper officer of the Chapter authorized by the Board, any deeds, mortgages, bonds, contracts, or other instruments which the Board has authorized to be executed, except in cases where the signing and execution thereof shall be expressly delegated by the Board or by these Bylaws or by statute to some other Officer or agent of the Chapter. In general, the President shall perform all duties incident to the office of President and such other duties as may be prescribed by the Board from time to time. The President also leads the Board as Chairperson of the Board and is responsible for its effectiveness, chairs all meetings of the Board, and appoints committee members to committees of the Board subject to confirmation by the Board.

Role of the Vice President
The Vice President is expected to know the organization’s mission, policies, programs, and needs. The Vice President serves as an active advocate and ambassador for the organization and fully engage in identifying and securing the financial resources and partnerships necessary for InfraGard Tampa Bay Members Alliance to advance its mission. This position works closely with the President, Secretary, Director of Compliance, and the overall board. The Vice President, as with all Board members leverage connections, networks, and resources to develop collective action to fully achieve InfraGard Tampa Bay Members Alliance’s mission.


  • Prepares to assume the office of the board chair.
  • Fulfills the board chair’s duties when the presiding officer is absent or if that office becomes vacant.
  • Assists the board chair in the execution of his or her duties.
  • Serves on committees as requested to learn the operations of the board.
  • Works closely with the board President to transfer knowledge and history to prepare for leadership.
  • Participate in InfraGard local and regional meetings.

Role of Director of Compliance
The Director of Compliance is responsible for ensuring that the board and chapter are in compliance with local and national bylaws, tax requirements and all other applicable laws and regulations.


  • Review the local and national bylaws and ensure any actions taken by the board are compliant with both
  • Ensure that Form 990N (e-postcard) is timely filed with the IRS. Form 990-N is a tax form used by nonprofits with annual revenue of less than $50,000 to make their annual filing to the IRS. It can only be filed electronically and the deadline to file is (2/15) the 15th day of the 5th month after the close of the nonprofit's tax year (9/30). Also, it cannot be filed until the tax year has ended.
  • File the annual report with the Florida Department of State.
    • Go to
    • Navigate to “Annual Report” under “Filing Services”
    • Review the steps to become familiar with the process
    • The document number and other pertinent information regarding the organization can be found by navigating to, clicking on “Search Records”, selecting the search by name option, and entering “Infragard Tampa Bay” into the search field
    • The fee to file as of April, 23, 2022 is $61.25
    • Note that nonprofits are not subject to the $400 late fee; however, failure to timely file could result in administrative dissolution

Role of the Director of Sector Chiefs

  • Actively assist board with membership meeting planning and other duties as determined by the chapter president
  • Provide board with written plan for Sector Chief program and update the board periodically on progress (written quarterly, verbally at board meetings monthly).
  • Encourage and select industry Sector Chiefs to engage and represent other sector members.
  • Guide each Sector Chief to engage their sector (minimum one meeting per quarter and minimum one monthly via email/etc...)
  • Meet with Sector Chiefs at a minimum once per quarter.
  • Works with Sector chiefs to maintain and or develop mitigation initiatives that serve the needs of Tampa Bay Area critical infrastructure.
  • Ensure a successful National Sector Security and Resilience Program NSSRP, at the Tampa Bay IMA level, which will engage in four key activities- Recruitment, Education, Networking, and Information Sharing (RENS).

Coordinate comprehensive expertise in each sector to assist all FBI Field Offices and IMS’s in protecting critical infrastructure (CI)

 Role of the Treasurer

The Treasurer is the lead board director of financial management and oversight. In most organizations, the treasurer has a close working relationship with other officers like the board president and secretary. The treasurer opens the bank account, manages cash flow, and reconciles bank statements.

To be effective, the treasurer will develop systems for ensuring the organization’s solvency. The treasurer should be prepared to explain all outstanding debts and bills at any time. The treasurer takes the lead in helping the rest of the board form financial policies such as who can access funds, who has check-signing authority, how expenses get reimbursed, use of the organization’s credit card, and handling of small cash expenses.

Oversight of the Treasurer is performed by the President in cooperation with the board. The president will perform an active review of the Treasurer’s monthly statement compared to the banking statements. Periodically the board may elect to conduct an audit. The treasurer and one or more board directors usually participate in the audit, and the treasurer prepares the audit report.

Because of a heavy focus on fundraising, succession planning for the position of treasurer is vitally important. The current treasurer usually takes the lead on planning for their own succession or offers up recommendations to the nominating committee.

Managing the Nonprofit’s Budget

Ideally, the board should operate from a budget prepared from the previous year’s expenses and the current goals and responsibilities of the organization. Board directors should rely on the organization’s budget to drive their decision-making and to help inform the organization’s goals. Responsible boards usually have questions about the budget, particularly when there are large expenditures or unusual variances. The treasurer should be prepared to answer all questions about the budget before the board approves it.

In addition to maintaining the budget, the treasurer also prepares a financial report for the board’s review at every board meeting. A regular duty of the treasurer is to monitor the budget and continually compare actual expenses against budgeted expenses.

Preparing Financial Reports and Filing Legal Forms

The treasurer should learn as much as possible about financial ratios and how to create understandable reports. In addition, the treasurer is the front-line person to inform the rest of the board about important financial events, national or global trends, and any other financial concerns.

The IRS requires nonprofit organizations to file Form 990 by the 15th day of the 5th month after the end of the organization’s accounting period. The treasurer takes responsibility for making sure this form gets filed by the proper due date. The other board members are also responsible for this filing. Board members may request financial filing forms and other financial reports from the treasurer at any time.

Additional Duties

The treasurer is also responsible for working with the Communications Director to collect any event fees and depositing them into the organization’s account. This may require issuing refunds, etc. as part of event management.

Role of Director of Membership
The Director of Membership is responsible for designing and implementing the membership growth and retention strategy that aligns with InfraGard’s strategic objectives. Works closely with the Directors in charge of Sponsor Development, Communications, Sector Chiefs and Education/Programming to achieve the goal of membership while delivering and ensuring the highest level of service to our members.


  • Leads the organization’s overall efforts to recruit, retain, and engage membership.
  • Collaborates with the Board Members to:
    • Create a roadmap for sustainable membership growth;
    • Establish short- and long-range plans and goals to achieve organization membership objectives;
    • Outline a data-driven member engagement, retention, and recruitment strategy and implementation plan.
    • Develop strategies and programs to stimulate member engagement as a means of membership renewal.
  • Identify opportunities and collaborate with colleagues to enhance member benefits and services offered by the Association.
  • Develop strategies to measure and strengthen member engagement.
  • Measure membership feedback on programs, trainings and services.

Role of the Secretary

The Secretary is critical for the smooth operations of the board. The Secretary ensures that board members are given appropriate notice of meetings, records the board meetings, and is in charge of all the chapter’s records and documentation.

This position works closely with the President, Vice President, Director of Compliance, and the overall board.


  • Assures that the board president has prepared an agenda and that the agenda is distributed in advance of the meeting
  • Oversees the distribution of background information for agenda items to be discussed
  • Prepares the official minutes of the meeting and records motions, discussions, votes, and decisions
  • Prepares and provides the previous meeting’s written minutes to board members before the next meeting and records any changes or corrections
  • Assures that documents (bylaws, Form-990, roster of board members) are accessible for the INMA and chapter board.
  • Schedules and notifies board members of upcoming meetings
  • Holds members accountable for their tasks

Role of the Director of Communication

The Director of Communications is responsible for developing and executing communications for the chapter’s events, electronic updates to members and ensures appropriate updates are made to the chapter’s website.

This position works closely with the directors in charge of Sponsor Development, Sector Chiefs and Education/Programming as well as the overall board.


  • With external support, create, write, edit and produce electronic updates to the members as well as on the chapter’s website
  • Update and maintain chapter’s website.  Familiarity with WordPress and eCommerce plugins is a plus.
  • Maintain and Utilize email newsletter programs to communicate with members
  • Manage online meeting registration and chapter calendar via website
  • Ensure third-party software connected to the website is managed
  • Overseas the chapter’s email account and distributes incoming messages to appropriate board members.

Role of the Director of Technology

The Director of Technology is responsible for identifying and developing materials for the chapter related to emerging technology, trends and best practices, coordinating guest speakers on topics and providing materials to raise awareness and educate chapter members.   Is responsible for the audio and video capabilities of chapter meetings, provides tools and capabilities for the chapter to conduct its mission.

This position works closely with the directors in charge of Membership, Communications, Sector Chief Director, President and Vice President.


  • Identify and develop content for chapter meetings related to technological trends, capabilities and best practices.
  • Liaison with OEM vendors and service providers in arranging guest speakers and content for chapter meetings.
  • Ensure chapter meetings are setup with audio/visual capabilities for in-person and remote participants.
  • Contribute to articles for the chapter’s website
  • Contribute articles for email newsletter programs to communicate with members
  • Assist with technological needs of the chapter, including web site capabilities and 3rd party applications.

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